Welcome to our blog, the digital brainyard to fine tune "Digital Master," innovate leadership, and reimagine the future of IT.

The magic “I” of CIO sparks many imaginations: Chief information officer, chief infrastructure officer , Chief Integration Officer, chief International officer, Chief Inspiration Officer, Chief Innovation Officer, Chief Influence Office etc. The future of CIO is entrepreneur driven, situation oriented, value-added,she or he will take many paradoxical roles: both as business strategist and technology visionary,talent master and effective communicator,savvy business enabler and relentless cost cutter, and transform the business into "Digital Master"!

The future of CIO is digital strategist, global thought leader, and talent master: leading IT to enlighten the customers; enable business success via influence.

Sunday, June 10, 2018

The Monthly “Digital Gaps” Book Tuning: Bridging Information/Knowledge Gap to Run Digital Business June 2018

Today’s digital organization simply just can’t stand still., bridging the 'gap of opportunity' between where you are and want to become is a welcomed challenge.

“Digital Gaps -Bridging Multiple Gaps to Run Cohesive Business” is a guidebook to help digital leaders and professionals today identify, analyze, and mind multiple gaps with the multidisciplinary insight and holistic understanding. Today’s digital organization simply just can’t stand still., bridging the 'gap of opportunity' between where you are and want to become is a welcomed challenge, it is important to bridge infornation/knowledge gap and take a stepwise approach to make a leap of digital transformation.
                                    
Bridging Information/Knowledge Gap to Run Digital Business

Three Gaps Digital IT Can Bridge? Although forward-looking businesses nowadays intend to catch up with digital speed in order to adapt to the pace of changes. Still, the majority of organizations get stuck in the lower level of maturity due to static mentality, silo processes, culture inertia, undifferentiated capabilities, and ineffective Change Management. Digital IT plays an omnipresent role in catalyzing business digital transformation via leveraging internal and external resources, integrating business processes, enabling, innovating, and optimizing the consumer-driven technology that’s going viral in the enterprise. In order to speed up digital transformation, which gaps digital IT can help to bridge, in order to become a strategic business partner and improve business effectiveness and agility more specifically??

Closing the Gaps of Enterprise’s Learning Capability Information abundance is one of the most important characteristics of the digital era. Being learning agile becomes one of the most important qualities for today’s digital leaders and professionals due to the abundance of information and shortened knowledge life cycle. In digital leading organizations, the division between 'working' and 'learning' is replaced by combining and integrating 'working, thinking and learning at the operational level, where people do the real work by unifying mind, heart, and hands. At the individual level, learning agility differentiates high potential from mediocre; at the organizational level, learning agility directly impacts on the top line business growth and the strategic capabilities such as change and innovation. So, how to close the gaps for improving the enterprise’s learning capability?

The Gaps between Knowledge and Wisdom? Intellectual transformation is the 'realization of 'knowledge to wisdom. Wisdom is not knowledge; one cannot have wisdom without knowledge, but one cannot substitute wisdom for knowledge as well. Knowing what you do not know is at the very least a large part of wisdom, and far too often sorely lacking in people. Wisdom is knowing the truth of it well enough as to be able to discern that from the choices, as to make the one choice that is seen as a wise choice. Then knowledge is the result of lessons we learned by exploitation of our wisdom! As wisdom encourages to keep on gathering facts and learning knowledge. Wisdom + Knowledge = Life Journey- a never-ending fact-discovery mission.

The gaps between knowledge and insight Insight is perception through multi-dimensional cognizance. If knowledge is manpower, wisdom is nature power, then insight is perhaps the bridge between manpower and nature power. There are multilayer meanings upon insight. The gaps between knowledge and insight are existing, and how to dive into the depth of knowledge sea and climb the insight-wisdom pyramid?

Digital Transformation: From Deficiency & Inefficiency to Proficiency and profundity? We are at the dawn of digital age with the exponential growth of information, continuous disruptions, tremendous changes, hyperconnectivity, and interdependence. When led effectively, organizations can take the path to the next level of business effectiveness, innovation, and maturity; when led without a clear vision or thoughtful planning, it means information overloading, further confusion, and business ineffectiveness. It does raise the bar for digital leadership as well. As transformative digital leaders, can you participate proactively, look optimistically and engage constructively toward needs to be able to recognize areas of deficiencies and inefficiencies, then ask the open questions such as “What if?” and 'How about...?' And lead your organization to reach the level of proficiency and profundity?

The “Future of CIO” Blog has reached 2.5 million page views with about #4700th blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The content richness is not for its own sake, but to convey the vision and share the wisdom. Blogging is not about writing, but about thinking and innovating the new ideas; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify diverse voices and deepen digital footprints, and it's the way to harness your innovative spirit.


















How to Measure the Digital Relevance of the Business

Performance Management should be the holistic management discipline which needs to connect many relevant dots to involve development, enablement, enhancement.


Due to the increasing pace of changes, overwhelming growth of information, fierce competitions, and unprecedented uncertainty, many organizations are at the crossroad to either ride the learning curve for shaping a self-adaptive and self-renewing digital organization or become irrelevant. From a performance management perspective, it’s fair to say any organization that doesn’t have a holistic management discipline has a giant blind spot which is impairing their performance. It is important to measure the digital relevance of the business and ensure the organization is on the right track to change and build the business competency for the long term.




Use metrics to help stakeholders understand what is going on: The essence of leadership is to set the right directions for others to follow. Digital leaders today need to be trusted experts who understand a lot about the performance dynamic and are perceived as value-added participants in making information-based business conversation regarding the business performance and potential, the need to increase in business capacity, market penetration, the increasing velocity/performance in every dollar spent, as well as risk management. Those leaders or stakeholders are not always in a position to visit the team or talk to team members personally, so the well-defined metrics can be very helpful to track the digitalization progress. Without the proper measurements, it can be hard to tell whether attempted improvements or radical change make the situation better or worse. Thus, it is critical to define a set of measures which should cover all areas that contribute to business value creation. Those measure-based communication improves business transparency and helps digital leaders tell a persuasive story of the digital journey from the current state to the future state of digital enablement, business improvements, staff empowerment, strategy implementation, and overall organizational accomplishment. Top executives will spend time on communicating with the board, between the management teams, and communicate with employees and customers to explain the digital shift in thinking, present the performance result, and ask for feedback.

Keep track of performance at the strategic level is important to evaluate the digital relevance of the business: Digitalization is the strategic movement. The purpose of managing performance is about setting performance metrics to the status of strategy management, making objective assessments, and understanding performance measurement results. It is also important to focus on measuring the performance of the organization as a whole for the long term, not just individual, one team or one department performance only. Digital is the age of people, at the strategic level, organizations concern about the long-term business results, organizational capability building, customer satisfaction, and employee engagement. It’s important to track the right metrics and know what to do with them, see the performance improvement, and ensure organizations ride the learning curve to make change happens as well as sustain change effort.


Monitor the innovation pulse of the organization to ensure digital relevance: Digital is the age of innovation. Evaluating innovation performance enables the leadership team making an objective assessment of the business’s innovation competency and digital relevance. The goal of innovation measurement is to create new revenue and drive early success to create a positive spiral. Innovation performance indicators need to focus on measuring profit improvement, margin targets, quality, product variety, time, cost, turnover, shareholder/owner return, and talent sustainability, etc. The other important perspective is about measuring innovation failure, as failure is part of innovation. If the organization allows reasonable failure, not repetitive mistakes, it will learn from those failures fast and become more successful in managing innovation. Only innovation can keep the business cross the sectors relevant. It is critical to select the right set of KPIs by deciding which are seen as critical to making trackable progress in order to deliver more innovation.

Keeping digital relevant is not just about technical excellence or process efficiency, but also about structural elegance, business effectiveness, organizational adaptability, innovation, intelligence, and people-centricity. Thus, Performance Management should be the holistic management discipline which needs to connect many relevant dots to involve development, enablement, enhancement and ensure the business on the right track for the digital paradigm shift.

Saturday, June 9, 2018

The Monthly CIO Debates Collection & “Digital IT” Tuning: Is CIO Generalist or Specialist June 2018

Debating is not for stimulating conflicts, but for brainstorming better ways to do things.
Due to the changing nature of technology, IT leadership role also continues to involve & shift the focus, to move up the maturity level. More and more CIOs are requested to take more responsibility and many CIOs present the breadth of leadership competency. The proactive IT debates help IT leaders to brainstorm better ways to do things and improve management capabilities. Here are the monthly CIO debates collections.


Is CIO Generalist or Specialist

Shall a CIO be a General Manager of IT or a SME of all IT Domains? Today’s CIOs have multiple roles to play and take broader leadership responsibilities in transforming their organizations. Should a CIO be a general manager of IT or a subject matter expert (SME) of all IT domains?

Are you an “Atypical CIO” or a “Stereotypical CIO”? Traditional IT organizations have been perceived as technical support centers and help desks, and traditional CIOs have been portrayed as technology geeks to keep the lights on. Nowadays, businesses are on the journey of digital transformation, and IT is also on the way to transform from a cost center to a value creator. CIOs as digital leaders today, what’s your self-reflection? Are you an “Atypical CIO” or a “Stereotypical CIO”? Are you a transformational leader or a transactional manager? What’s your leadership strength and how to lead IT as a changing organization of the business.

Where do CIOs Come From? Compare to the other executive positions, the CIO position has a shorter history, but a more dynamic role to play due to the continuous changes of information & technology. Although the “DNA of CIO” is still a bit stereotypical from industry survey, the digital trend is that more and more CIOs have diversified experience and colorful background, working across functional and industrial boundaries, from technologist to artist; from entrepreneur to consultant, from business strategist to talent manager, where do CIOs come from and what makes a great CIO?

The CIO's Self-Reflection: Are you a technologist or business leader? Due to the changing nature of technology, the CIO role continues to be shaken up, refined, reinvented and reenergized; CIOs also have to do self-reflection: are you a tactical IT manager or business strategist? Are you a technology specialist or a specialized generalist? Are you an order taker or a senior business advisor, are you a technologist or business leader? Are they mutually exclusive? If not, shall you, or can you become both?

What are Qualities and Skill Set to Fill CIO Role CIOs today need to play a different role and wear multiple hats, therefore, they come from different background, take diverse career path, there’s no one size fitting all skill or stereotypical image to portray a modern CIO, however, there are certain leadership qualities and desired skill set to fill the role.

The “Future of CIO” Blog has reached 2.5 million page views with 4600+ blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. blog posting. The content richness is not for its own sake, but to convey the vision and share the wisdom. Blogging is not about writing, but about thinking and innovating the new ideas; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify diverse voices and deepen digital footprints, and it's the way to harness your innovative spirit.

Three Symptoms of Digital Conundrum

By identifying the symptoms of the digital conundrum at the early stage, businesses can adapt to change smoothly.


The digital paradigm shift means radical change. It represents the next stage of business maturity which will improve how the enterprise works and interacts with its ecosystem, with people at the center of its focus. Digitalization has multifaceted perspectives unfold into a wider multi-dimensionally enhancing systemic continuum. In the digital organization, change is the new normal, happens all the time. The ability to change and business adaptability directly decide the organization’s long-term competency. However, Change Management has a very low success rate, business leaders should pay more attention to the symptoms of the digital conundrum, and ensure that change becomes the ongoing capability and an iterative business continuum.



Neglecting long-range planning: Digitalization is a strategic move and takes long-range planning, this is especially important in these uncertain times. That should go hand in hand with contingency planning around “what if” scenarios. To both drive change seamlessly and sustain its effect, good planning should be based on quality information about the customers, competition, internal capabilities, and cost. Now with uncertainty around with volatile marketing situation, fierce competition, disruptive technologies and so many variables to consider, the way to effectively deal with “VUCA” digital new normal is to reduce it by getting real-time information and refine it into the business insight and foresight. Often, the digital management gaps exist because the strategic planning or ideation team and implementation team have different focal points, priority, and performance evaluation criteria. Long-term planning can help the business stay focus, lead to better decisions, and manage risks effectively. After that, organizations also need to have short-term goals that are aligned with ‎business goals. Digitalization is the journey, strategy management and change management should go hand in hand so that the companies can act promptly according to situations with the rapid change business dynamic, both reap some quick wins and achieve the long-term benefit.

Relying on technology only to solve problems: Organizations rely more and more on information and technology. The digital world is information-intensive and technology-driven. However, both information and technology are the means to end, not the end. They are critical ingredients, but not the only ingredient in the problem-solving capability. Do not get distracted or overwhelmed by them. Today’s businesses become over-complex, the comprehensive solutions to many complex problems require interdisciplinary insight, multidimensional thought processes, effective communication and decision-making, efficient technology, optimal processes, cultural readiness, and integral business capabilities. There is no panacea for emerging business problems. Problem-solving masters are those individuals or businesses who are equipped with the digital mindset, accumulate sufficient information and knowledge, leverage the powerful digital technologies, build the differentiated business competency, develop their own set of problem-solving methodologies and practices, avoid pitfalls and roadblocks on the way, master how to frame problems, especially macro-problems systematically and solve problems creatively.


What is “best” yesterday will not always be the best tomorrow: Many organizations seek examples to follow rather than develop the tailored solution. The problem is that the practices that are “best” today are almost always not the “best” in the future since practices, technologies, and markets are constantly morphing under pressure from the waves of digital disruptions, so it is important to keep the business in innovative mode. Some industry frameworks or best practices are effective in managing the process flow, but not netting broader perspectives on process effectiveness. The path of exploring the next best practices is to think more closely about business goals, iterative communication, and the multitude of choices. If the business only tries to emulate, there is a risk to that because when you emulate competitors, you start looking like them, you take the risk of eroding what makes your business special. Business leaders must check: What’s your organization’s “core competencies” or “differentiated capability.” The best practice is more about setting principles and standards. Markets change and shift and for each company attempting to deal with these changes, and there is a different path to follow. Digital is the era of innovation, every organization should strive to explore "the next best practices" throughout their organization. These practices might be different across organizations, across departments, and affiliates within an organization and can change over time. In fact, they should change and evolve over time.

Digital organizations have to stretch out in every business dimension for driving the full-fledged digital transformation. By identifying the symptoms of the digital conundrum at the early stage, businesses can adapt to change and take the digital journey with a clear vision, differentiated business competency, and steadfast speed.

Friday, June 8, 2018

The Monthly “Digital Fit” Book Tuning: The Characteristics of Digital Fit June 2018

The multidimensional digital transformation provides impressive advantages in terms of the speed of delivering business solutions and ability to adapt to changes.

Digital makes a significant impact on every aspect of the business from people, process to technology, both horizontally and vertically. Digital becomes the very fabric of high performing business, being outside-in and customer-centric is the new mantra for forward-looking and high mature digital organizations today. But what are digital organizational traits, how to define digital fit and take a structural approach for digitalization?

      

The Characteristics of Digital Fit    

Three Digital Traits of Digital Masters Digital means the increasing speed of change and continuous disruptions. With “VUCA” digital new normal, to survive the fierce competition and thrive with the long-term business advantage involve more planning, adjustment, and speed, and run a high-responsive, high-mature, and real-time digital organization. Here are three imperative actions organizations at the strategic level need to take for improving the digital responsiveness for running the digital powerhouse.

Three "A"ttributes" of High-Mature Digital Organizations? With the exponential growth of information and increasing pace of changes, the world keeps on turning, spinning, and innovating around you, and there will be new technologies, new perspectives, new approaches, new tools, new people that will have an impact on your team and your organization almost every day. What are important attributes and characteristics of high-mature digital organizations, and how to develop unique business competency to groom more digital masters?

Three Fitting Characteristics to Make the Business Stand out as a Digital Master With rapid changes and exponential growth of information, companies large or small are brainstorming the digital ways to think and experiment the better way to solve either old business issues or emergent problems, delight customers, improve employees’ engagement, increase productivity, and inspire creativity across the enterprise ecosystem. Organizations have to stretch out in every business dimension for driving the full-fledged digital transformation. So, what are fitting characteristics to make the business stand out as a digital leader and reach the high level of business maturity??

The Organization’s Digital Fit The multidimensional digital transformation provides impressive advantages in terms of the speed of delivering business solutions and ability to adapt to changes. Either be a disrupter or being disrupted, digital make significant impacts on every aspect of the business from people, processes, to technology and capability both horizontally and vertically. The effects of an increasingly digitalized world are now reaching into every corner of businesses and every aspect of organizations. So, how can organizations keep digital fit and highly-responsive because nowadays digital businesses need to be fast, always “on,” highly connected, interdependent, and ultra-competitive?

Three “P” Factors for Assessing Digital Fitness Digital fit starts with people fit. People are always the weakest link in organizations. So, part of the digital transformation journey is to prepare people for the new paradigm shift and to recognize this is a crucial step. The point is that how you know for sure that people being called “talent,” are really fit, how do you know you are putting the right people in the right position to solve the right problems? Here are three “P” factors for evaluating digital fitness.

The “Future of CIO” Blog has reached 2+million page views with about #4700+ blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. blog posting. The content richness is not for its own sake, but to convey the vision and share the wisdom, to inspire critical thinking and spur healthy debates. Blogging is not about writing, but about thinking and innovating the new ideas; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify diverse voices and deepen digital footprints, and it's the way to harness your innovative spirit.

The “Magic Formula” to Achieve Digital Cohesion

Focus x Competence x Passion = Cohesion (ability to consistently execute)

The very characteristics of digitalization are hyper-connectivity, hyper-complexity, and interdependence; with the exponential growth of information and fast-paced of changes. Digital makes an impact on the speed to run the business, the empathy for their people, the prioritization skills to get important things done, and the orchestration of their capability in high mature digital organizations. Every organization needs to explore their own way to get digital ready. But businesses can also learn from others’ failure, as well as summarize what they experiment, and develop the best and next practice, and improve their ability to consistently execute and make a digital paradigm shift seamlessly.

Focus: There are always some constraints for businesses to balance a healthy portfolio of “run, grow, and transform.” Thus, it is really important to set the right priority to solve the problems making the most impact on strategy, focus on a few initiatives and priorities them well. With overwhelming growth of information and continuous digital disruptions, today’s companies are so easy to get distracted, very often say yes to all the initiatives, with the consequence of getting lost or lack of focus, this is then spread through the organization and people no longer know where the priorities are. Translating strategy into operational readiness is a hard skill and is typically a medium to long-term goal with a number of dependent tasks. Prioritization is also a sort of “balance” skill, to know when to take the gas pedal to accelerate the speed and when to take the brake to control the risks. Staying focus and setting priority right is an important step in achieving business effectiveness and climbing the organizational maturity.

Competence: Business capability is the foundational block to implement the digital strategy. Thus, it is important to identify the business capability gaps and develop the target state capability for strategy management. There are many elements integrated into business competency that could be viewed as a valid preparatory first step in readiness for a strategic business opportunity when it is recognized. A core competency is a harmonization of multiple organizational capabilities underpinned by business processes, such that it permeates the entire organization with a focus. Digital management is fundamentally an iterative cycle to design, build, scale and optimize business competency and achieve the desired effect under specified performance standards and conditions through the combination of talent and resources, processes, and technologies to perform a set of activities and achieve the high-performance business result.


Passion: Passion enables determination, creativity, strategy, and talent. Passion aligned with focus, capabilities and meaningful work is a destination for both individuals and businesses. This is a critical component in that the members of your organization must have a passion for what they are doing. This requires a clearly defined and inspiring purpose, but it also requires extending that purpose into the 'real world' with a vision that everyone is on board with. Therefore, vision is crucial to sustaining passion. If a leader has a clear vision and is passionate about a certain goal, then, it has the potential to be contagious and spread throughout the team. Though passion should never take precedence over making the sound judgment. Following the passion also requires a good sense of judgment that you are on the right path to the vision you set. A passion following a good positive chain of thoughts followed by positive actions often brings good results and leapfrogs progress.

Organizations today must take the holistic digital management disciplines and practices to harness cross-functional communication and collaboration, increase business plasticity and flexibility. Is Focus x Competence x Passion = Cohesion (ability to consistently execute) the magic digital formula? The digital transformation is a long journey that requires laser focusing on the strategic goals you are pursuing, differentiated competency to lead forward and passion to inspire you achieving more. Building a roadmap with a clear set of timelines and milestones will lead the journey more effortlessly.

Thursday, June 7, 2018

The Weekly Insight of the “Future of CIO” 6/8/2018

Blogging is not about writing, but about thinking, brainstorming, innovating and sharing.

The “Future of CIO” Blog has reached 2.5 million page views with 4600+ blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The content richness is not for its own sake, but to convey the vision and share the wisdom. Here is the weekly insight of digital leadership, IT Management, and Talent Management.





The Digital Portrait of Modern CIOs In the world moves too fast, with the exponential growth of information, leadership, marketing, finance, technology, etc, are all intertwined. IT leadership is strategically important. What C-level executives really want is a partner that works both "on the business" and "in the business," not just "for the business; someone who knows what they want before they know themselves; someone who can contribute to the top line business growth. Thus, the digital portrait of modern CIO is different from the traditional CIOs who often think and act as the tactical IT manager. The important thing is that digital CIOs as the top leadership role, must have the strategic mindset, interdisciplinary knowledge, unique personality, and a clear idea of what needs to be done, yet creative enough to not hold the company back from growth.

The Corporate Board as Digital Shaper The business is complex, the world is complex, and leadership is complex. Leadership can be perceived with both broader scope of the open system and in-depth understanding of its interconnectivity and interdependence. The digital directors and executives today need to understand things and circumstance in a holistic way, deal with opposing views, cultures, constraints, and competitions, in order to steer the business in the right direction and navigate it through the uncharted water to lead digital transformation seamlessly.

Avoid Pitfalls to Run Digital IT The digital organization is technology driven and information intensive, IT needs to become the linchpin to integrate people, process, and technology into differentiated business competency such as innovation. The art of innovation is to connect wider dots for creating new ideas; the science of innovation is to take a structural approach to innovation management. Thus, IT is the hub to bridge the art and science of innovation. Nowadays, IT is the business in the business and the digital engine of the entire organization. The role of CIO continues to evolve rapidly in the midst of the information in digital transformation. Forward-looking IT organizations should practice intrapreneurship for running IT as a software startup, promoting and sustaining organizational performance, renewal and corporate competitiveness.

Tipping to Scale Digital Systematically Digitalization implies the full-scale changes in the way businesses are conducted. It is important to understand that digital transformation is multifaceted. Digital management is responsible for designing, enabling, and enforcing a collaborative, innovative, intelligent, inspiring and inclusive working environment for engaging employees, delighting customers, and unlocking business performance. Leading organizations are able to identify the critical spot to scale up, and leverage the framework approach for reaching the next level of business growth and organizational maturity systematically.

Digital Fusion: How to Unleash the Full Business Potential Uncertainty, ambiguity, unpredictability, velocity etc., are the digital new normal. With increasing pace of changes, the emergence of potential opportunities for exploiting digitization is likely to follow a nonlinear pattern as the pervasiveness of an organization's digitization journey increases. Business leaders need to be both bold and cautious, apply multidimensional thinking and take multifaceted management disciplines to drilling down the critical success factors that underpin each of the higher level performance dimensions to accelerate business performance and unleash the full business potential.

Blogging is not about writing, but about thinking and innovating the new ideas; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes the time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify diverse voices and deepen digital footprints, and it's the way to harness your innovative spirit.

What’s Your Digital Appetite?

 With so many things going on, businesses with the right dose of digital appetite, can digest information, experiment innovation, and develop talent more aggressively. 

Many organizations are at the inflection point of digital transformation journey, either be a disrupter or being disrupted, digital makes the significant impact on every aspect of the business both horizontally and vertically, with increasing speed. Today’s businesses simply cannot stand still, if you do not move forward, you are already lagging behind. Re-imaging the future of business is exciting, however, reinventing the business to get digital ready takes both bold leadership vision and the right dose of digital appetite in order to unleash business potential and lead change and digital paradigm shift effortlessly.

Information appetite: The exponential growth of information brings significant opportunities and unprecedented risks to the business today. Not only is information interesting economic goods, but the value is also difficult to determine, it could be utilitarian, hedonistic, extrinsic, intrinsic, social, practical epistemic etc. In Fact, the digital leader’s information appetite as well as how capable the business can process and refine information directly impacts the business potential. Information Management is the overall process of refining information to achieve its business value. The information management leaders should keep checking: What information do we have, in what format and the location and method is it held? How is information associated with the tangible value of the business, products or resource? Does hierarchical structure or bureaucratic management setting stifle information flow? When the digital leaders have the right dose of information appetite, they will be able to take the courage to break down functional silos, to streamline data flow and apply an integrated information management solution to conquer business challenges. Information is one of the most invaluable assets of the business nowadays, it has no value apart from a goal, a product, or the resource people can use to make decisions. This is true of any asset. It can increase in value once it is used effectively. Information value partly depends on the perception of information quality, usage, and satisfaction. The healthy dose of information appetite helps the business have the better digital taste, “digest" information appropriately, and manage information lifecycle effectively.

The shareholders' innovation appetite: Digital is the age of information. The business’s innovation appetite directly impacts on how aggressively the organization can manage a healthy portfolio with the right mix of incremental information and breakthrough information; short-time gain or long-term innovation investment. Breakthrough Innovation is better with greater ROI but with much greater risk, thus, it takes the bigger innovation appetite. If shareholders value innovation more, then, theoretically, they would value companies that devote more resources toward future innovation more than those that optimize short-term profits. Innovation is risky because money and resource spent on R& D is not necessarily a good indicator of future innovation performance. Research identifies projects that ultimately break new ground frequently are fraught with uncertainty on many dimensions such as technical, market, resource, and organizational uncertainties abound. Thus, besides the right dose of innovation and risk appetite, it’s important to have the risk attitude, develop the business innovation capability for improving the success rate of innovation management. Lack of the culture of learning and risk tolerance should be blamed for stifling innovation. The good innovation leaders are in demand because they have the right dose of risk appetite, good attitude, rational risk management skill to unleash the full digital potential of the business.


Talent appetite: Digital means rapid change and fierce competition. In many industries, products are becoming more commoditized putting pressure on pricing, margins, and investable budget dollars. Thus, today’s organizations must build differentiated business competency through highly effective leadership that inspires with a clear vision, engaging with inclusive teams, focusing on higher order intrinsic needs and raised consciousness about the significance of outcomes and new ways in which those outcomes might be achieved. People are the center of business competency. Every true digital pro is behind the curve on specific skill sets and wants to learn new stuff. The business’s talent appetite will directly impact on how businesses can take initiatives, break down stereotypical thinking box, discover, empower and inspire talented people to achieve more and lift the business up to the next level of the business growth cycle. Organizations need to pay more attention to creating shared and admirable goals and then encourage the teams to compete and collaborate as they deem fit. As a society, we need to respect and encourage change, difference, and uniqueness. With the right dose of talent appetite, organizations can update their management practices, recognize and develop their people in a digital way. It is only when all individuals challenge themselves and then come together as a group will we see real human potential achieved.

The business environment organizations find themselves in today is especially difficult as compared to years past. With so many things going on, businesses with the right dose of digital appetite, can digest information, experiment innovation, and develop talent more aggressively. Digital transformation is a long journey, organizations have to take a step-wise approach, continue assessing, fine-tuning and adapting, to reach the next level of business maturity.

Wednesday, June 6, 2018

The Monthly “CIO Master” Book Tuning: The Digital CIO’s Best & Next Practices June 2018

CIOs need to keep eyes on what happens today, also be focused on what is next.

Compare to the other executive positions, the CIO role continues to be shaken up, refined, reinvented and reenergized. The magic “I” of the CIO title sparks many imaginations and modern CIOs need to wear different hats and play multiple roles. Here are a set of blogs to brainstorm a set of digital CIO’ best and next practices.

  

                  

              The Digital CIO’s Best & Next Practices


The CIO’s Three “Always” Practices to Refine Digital IT Leadership Nowadays, Information permeates everywhere in today's enterprise and technology makes continuous disruptions across industrial sectors. IT leadership holds the keys to making the company more efficient and effective and implementing processes and procedures that drive the company to the next level of business maturity. IT transformation means rationalizing current IT department and planning to partner with the business to provide tailored services and solutions in new ways. CIOs need to keep eyes on what happens today, also be focused on what is next. Here are CIOs’ three “always” practices to refine digital IT leadership.

CIOs as “Chief Innovation Officer”: What are Your Innovation Leadership Digital Principles & Practices? Innovation is the management process to transform novel ideas to achieve their business value. At the heart of innovation is the lifecycle of idea generation, interaction, selection, and learning. Due to the fact that innovating in today’s digital world has become increasingly complex in nature, organizations can no longer rely on a single individual or team to drive innovation. Innovation management requires much deeper whole systems and taking emergent, generative, iterative, integrative, and holistic approaches. Information is one of the most time-intensive pieces of innovation puzzle and technology is the disruptive force behind digital innovation. CIOs as “Chief Innovation Officer”: What are your innovation leadership digital principles and practices?

The Digital CIOs’ Digital Practices Uncertainty and ambiguity are key challenges for business leaders today, it implies that digital leaders must leverage information and technology to capture the business insight and adapt to changes, learn how to strike a balance between managing complex issues today and predicting uncertain issues of tomorrow. To keep IT relevant, IT organizations must move from a technology-driven back-office function to become an information-oriented digital engine. IT should focus on doing things matter today for its business, also lift the vision on the horizon for the long-term business prosperity. Digital CIOs need to follow digital principles and develop the best and next practices to improve digital fluency and overall business maturity.

The CIO as “Chief Innovation Officer”: Is Innovation your Daily Leadership Practice? Nowadays, many people and organizations are talking about innovation, but very few practice creativity persistently and manage innovation effectively. When everyone just follows the industry best practices to run IT for “keeping the lights on,” there is no way IT can stand out. The challenge is getting out from the daily burdens and spends more resources and time on innovation-related activities. The CIO as “Chief Innovation Officer” should ask themselves: Is innovation your daily practice? How can you encourage creativity and inspire innovation?

The Monthly Insight of “Digital Maturity”: The Practices and Perils for Reaching the High-Level Digital Maturity Feb. 2018? Digital makes a significant impact on every aspect of the business from people, process to technology, both horizontally and vertically. Digital becomes the very fabric of high performing business, being outside-in and customer-centric is the new mantra for forward-looking and high mature digital organizations today. At the heart of digital, it is people and how to build a customer-centric organization. More specifically, what is the characteristic of digital business maturity?

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The Corporate Board as Digital Shaper

A Board should help to shape the full-fledged digital organization for the long term. 

The business is complex, the world is complex, and leadership is complex. Leadership can be perceived with both broader scope of the open system and in-depth understanding of its interconnectivity and interdependence. The digital directors and executives today need to understand things and circumstance in a holistic way, deal with opposing views, cultures, constraints, and competitions, in order to steer the business in the right direction and navigate it through the uncharted water to lead digital transformation seamlessly.

Shape a clear digital vision: Every C-level leader including BoDs should participate in creating and shaping a company's vision. The digital board leadership needs to be future-oriented and performance driven. BoD leadership vision is to serve as a digital shaper and strategy overseer, to clear the path, whether that is the elimination of obstacles or to provide coaching and guidance. Vision needs to be the hot topic in the boardroom because the forward-looking view can help to predict, prepare, and overcome challenges and deal with uncertainty on the way to the future. Vision is important because many organizations reach the inflection point of digitalization, setting a vision that isn’t high enough doesn’t challenge the organization to excel, but establishing a vision that is based on unrealistic expectations will also mislead and discount the value of creating a vision. The foresightful corporate boards as the guiding light can change the course of the business by seeing beyond what all others could see; connecting interdisciplinary dots and coming up with fresh insight.

Shape the future of the work: Corporate boards play a critical role in overseeing strategies, monitoring business performance, and making the influence on leadership/talent management. Insightful boards are great “rule-maker” - Setting principle or guidelines, grounding rules, and making policies to shape the future or work. The spirit comes from the top, the digital leaders like board directors, are the big shaper of organizational culture. The followers imitate their leaders. If they espouse and exhibit certain characteristics, and then it will be picked up by other members of the organization. To maintain a positive environment, a set of guiding principles can be written on a page. It will be supported by the bulk of employees in defining the boundaries they also wish to maintain. The good policies empower talent, encourage creativity and shape the future of the work to enforce trust and respect that cascades from the top to the bottom, develop the people-centric working environment, and unleash collective business potential.


Shape the harmonized digital ecosystem: Majority of board members are top seasoned executives with varying experience across sectors, they bring invaluable expertise to the big table. The corporate board should not only see inside the business but also understand and even shape the landscape view across the business ecosystem. Business ecosystems draw together mutually supportive companies from multiple industries that collectively seek to create differentiated offerings and capture value they could not reach alone. The BoDs as digital shaper can help to purposively plan the ecosystem, also support the business effectively responding to that digital dynamic promptly, broaden the ecosystem view, understanding that real-world business development is multifaceted as the enterprise consists of an amalgam of socio-system, techno-systems, bio-systems, and Econo-systems,  create new revenue streams, and help the business become more mature.

A Board should help to shape the organization for the long term. It's critical to find the time and a viable board process for discussing the vision thing, long-term strategy and profitably growing the company. Digital Boards are getting better as the awareness grows of how important board composition is in order to lead in today’s digital dynamic. It’s also critical to shape the healthy and energetic workforce improving business competence and develop a harmonized digital ecosystem for enabling business thriving.

Tuning Organizational Structure from Hierarchy to Circular for Achieving Fluidity, Flexibility, and Fit

There is more than one road to lead the digital way of achieving fluidity, flexibility, and fit, enjoy the journey and make a seamless digital paradigm shift.

With the increasing pace of changes, hyper-connectivity, and interdependence, organizations across vertical sectors are at the turning point, take the multidimensional approach to make the digital paradigm shift. From the organizational structure perspective, the overly rigid pyramidical organizational structure forms communication gaps, encourages silo mentality, creates the performance bottleneck, also decelerate business speed. Therefore, fine-tuning underlying business structure and processes is a critical step for improving digital business fluidity, flexibility, and overall digital fit.






Fluidity: Most organizations need to have a certain level of the hierarchy to improve business efficiency. However, to be a highly functional system, the hierarchy must balance the freedoms, welfare, and responsibilities of the subsystems and total system. This is particularly important for running today’s digital business with high velocity and unprecedented complexity and uncertainty. The reality is that organizations that do not respond to external environmental changes will quickly outcompete as more nimble and adaptable companies catch up and take their customers. The bottom line is how well the organizational structure is being influenced by varying business factors. The management needs to check up: Does the chain of communication flow easily or does it stop at one level? Digital means flow, mind flow, idea flow, and information flow. Organizations, like individuals, need to be in flow to communicate fluently and operate smoothly. Thus, to break down silos or overly rigid hierarchy, organizations need to be in flow to keep up with the speed. Forward-looking organizations experiment with different types of organizational structures to enforce business alignment, enablement, communication, collaboration, and harmony. For example, the circular or onion-like organizational layer is different from the command-control type of hierarchy: Every system is a subsystem of a larger system and simultaneously it is always build up by subsystems. these systems of systems can forge or alter a myriad of relationships/alliances for further enforcing communication and accountability. Ideally, the digital organizational structure needs to be solid enough to “keep things in order,” but also fluid enough to interact with the expanded digital ecosystem seamlessly. The ultimate business goal is to unlock latent expertise, scale innovation, amplify digital impact, and streamline business flow across the business ecosystem.

Flexibility: Digital is the age of option. Flexibility is about figuring out alternative ways to do things. Today’s organization is the mixed bag of old and new, order and chaos. The flexible organizational structure is implemented through the virtual team setting well mixing with the physical structure. Digital favors hybrid solutions. Ideally, the physical organizational structure, relationships, virtual platforms, and social connections wrap around each other to ensure responsibility, smoothly information flow and employee empowerment. Limited hierarchy works best in a creative environment where the free flow of ideas and their prompt implementation is a key element of success to improve business responsiveness and changeability. Logically, breaking down silos and being intentional about developing processes that encourage cross-functional collaboration and enforcing business flexibility. From the management perspective, flexible organizations tend to have managers with the right mix of personal attributes, that is, people who demonstrate a variety of skills, be comfortable with ambiguity, and respectful of the process. They practice leadership discipline via influence, not via command-control. The centralized, decentralized, and hybrid models can all work given the proper planning and management focus to keep them fine-tuned for improving business effectiveness and flexibility.

Fit: There are both hard fit and soft fit. There are many business factors that influence and have an impact on digital fitness such as organizational structure, process, people, culture, technology, competition, market segmentation, rules, responsibility, performance measurement, etc, and these elements are interrelated. The right mixed structure allows the right mentality and innovative culture to bloom. Dedicate to do more with innovation rather than logistic management. Organizational behavior is the example of the shift in thinking about talent management to adapt as well. An increasing focus is on soft skills, intangible capital, knowledge management, leadership rather than management. Organizational behaviors are examples of the shift in thinking about talent management to adapt. Flattening a corporate hierarchy serves no purpose if at the same time you flatten the tenacity of people who are willing to lead and take chances. With the fitting structure and people, information exchanged are free flow, accessible to all group members and you are able to appreciate each other’s thoughts, that is the difference between flat structure and silo-based structure. Here you want to look for fit is in relation to the collective capability you want to build or maintain, the flatter the organization the better for information flow, engagement, accountability, and the freedom to act, and ultimately organizations reach the healthy business cycle with the right balance of growth and stability, innovation and standardization, inside-out and outside-in.

Compared to the mechanical nature of the industrial organization, digital organizations are like the living systems that can self-adapt and self-renew in thriving as high-performance businesses. There is more than one road to lead the digital way of achieving fluidity, flexibility, and fit. The goal is to enjoy the journey and make a seamless digital paradigm shift.